Case Study – Connect Group.
‘Connecting’ the Connect Group, a distribution company working across 5 main divisions.
Connect are a distribution company working across news & media, education, healthcare and parcel freight sectors. They employ around 7,000 staff across their 5 main divisions – many of whom are depot workers and drivers.
Connect’s Organisational Development team realised that if they wanted to improve employee engagement they needed to do several things:
1. Get their senior team on board to invest in this work
2. Educate and involve their management population on the ground
3. Measure engagement in a way that was relevant to their employees and make sure as many employees gave their opinion as possible
4. Involve everyone in working with the results and making change happen
Before the survey.
The most important step when implementing change is the first one you take.
A survey is just one form of ‘conversation’ within an organisation, but in order for real difference to be made, the conversation needs to carry on throughout the year. This process needs the support and involvement of line managers and in order for them to buy-in and get involved – they first need to understand why engagement is important; to the business, to them and to all employees. They also need to understand the crucial part they play in measuring and improving engagement levels within their teams.
For this reason, we helped the Connect team to design a process to educate their line managers in the importance of monitoring and improving engagement via an organisation-wide workshop. These early developments laid the groundwork for the survey process.
Next, it was extremely important for us to design a survey that was highly tailored to Connect as an organisation:
- it allowed for concise and efficient communication
- it was short enough to be completed in 10 minutes
- it was written in language that was relevant to their employees and it asked about aspects of working life that were relevant to their staff (if we had asked depot workers if they ‘had a best friend at work’ we would have ended up with a lot of rubbish bins full of surveys!).
After the survey.
Once the results were gathered, the real work began!
Summary reports were designed, produced and distributed to management teams across the business. These reports were clear, visual summaries of the results for the Group and each division. With Key Driver Analysis, the reports identified ‘Key Success’ items that should be celebrated and sustained, as well as ‘First Priorities for Action’, giving management teams a sound understanding of the feedback and key issues they needed to tackle in order to improve engagement.
Following the work with senior management, the next phase was to engage with line managers across the business. Workshops were designed to take managers through their results, allowing for an open discussion. Managers were given the opportunity to ask questions to ensure they gained a clear understanding of the results and were also briefed on the next stage in the process, which they were to lead.
The final stage of results communication was perhaps the most significant in ‘making this survey make a difference’. It involved each manager holding a meeting with their team, facilitating a survey results and action planning discussion. The reports that were used for these meetings were also designed specifically for this purpose.
This last stage was absolutely key to making this process a success for several reasons:
- It INVOLVED and EMPOWERED employees in turning their feedback into positive change
- It created a two-way CONVERSATION between managers and staff that was constructive and on-going
- It helped employees to feel truly LISTENED TO and VALUED
How have we made a difference?
Already there are stories across the business of actions being put into place.
Team action plans were followed up by teams each month and by the central HR team to ensure that the momentum of positive change continued. One suggestion that came from a depot worker in the survey has been implemented and is expected to save the company more money than it cost to design and run the survey, as well as alleviating a great source of frustration for depot workers – that’s a fantastic return on investment already! It’s important that the organisation communicates these stories and makes the link back to the survey process in a ‘you said, we did’ way.
Cases like these really highlight the value that a survey can create in terms of being a catalyst for engaging conversations.
Hear from Connect
Emma Lucas – Head of Organisational Development.
“We undertook a thorough supplier selection process and it was essential for us to find a provider that could support the level of bespoke activity needed and could also provide real value-add to our Engagement work before, during and post Survey. We were drawn to the level of innovation and expertise that Primary Colours brought to the table.
In working with Sarah and the team we had a partner who quickly understood our requirements, our culture and our aspirations for change. They were responsive and flexible throughout the design and delivery stages. We received great support on our Management Training, Report design and Survey Communications – all above and beyond the traditional expectations of a survey provider.
As a result of our work together we have created significant levels of buy in to the importance of Employee Engagement and into the survey results both at an MD and line manager level. We are inundated with positive feedback about the Survey itself, the quality and usefulness of our reports and about the impact that it is already having on local teams who now feel empowered to make changes to improve their work environment.”
Our engagement surveys procide reliable measures and insight to help you build engagement.
Solutions for keeping track of levels of engagement more regularly in fast changing and uncertain times.